A Systems ApproachDerek Deighton & Jackie Ansbro

Trailblazer Business Futures

©Derek Deighton 2009

The Earth is constantly balancing the One Planet equation both globally and locally and as resources become constrained this gives rise to the 1st Law of Sustainability

“In a resource constrained environment, goods and services can only grow at the rate at which their ‘resource intensity’ can be reduced beyond that required to balance the OPE”

See handout or visit

http://trailblazerbusinessfutures.wordpress.com/the-one-planet-equation/

It is increasing being recognised that we are coasting to the top of many resource curves, and are at or near the reality of the OPE deciding our futures

◦ ‘Schotman argues that an impending peak oil situation means the environmental agenda and customer needs are no longer incompatible’ Gerald Schotman, Shell ,The Engineer, 22 November 2009

In managing for the future, businesses will have to cope with this reality

Fortunately humans are creative and enterprising and some organisations will survive and many more will be created

As we move forward from this point we will face the following

◦ Energy, water and other resources will be constrained◦ Human resources will be plentiful

The fact that human resources will be plentiful can be viewed both negatively and positively

These constraints lead inevitably to the following conclusions -

Create growth faster than we can reduce Resource Intensity (RI)

Waste or ineffectively invest resources Freely transport resources or goods Use a linear system of creation, use and disposal Keep creating products and services that allow

unlimited forms of self-actualization Invest in inflexible technology, infrastructure and

buildings Design for obsolescence Use Energy and water wantonly and ineffectively

Evolve our democratic processes to enable process learning and continual improvement

Leave behind the reductionist, compliance approach to organizational management

Think local Educate for RI minimization Continually reduce the RI of non-essential

processes to zero (eliminate them) Replace energy with people( Ingenuity and

creativity) in processes. These are your customers! Replace products with services

Design for maintainability

Design for reliability

Complete the cradle to cradle loop as far as possible

Mimic natural processes

Group symbiotic processes together

Work to continually reduce the losses in the essential processes remaining (improve quality).

Our past has been characterised as reductionist, our future depends on our being able to shift paradigms to ‘systems thinking’, of

◦ Not managing local time and costs◦ But creating value◦ And managing it’s flow through the system

We have to work to continually reduce the combined ‘resource intensity’ of the essential processes that contribute to the flow of value through the system

This is best viewed as integrated, continual quality improvement – of reducing the loss in those processes

http://www.thesystemsthinkingreview.co.uk/

We are suffering from what Toffler called Future Shock

A state of confusion that arises when the past offers little guidance in dealing with the present and the future

We are in a time when the past offers few signposts to the future – when increasing demand for goods and services meets declining resources to create them

http://www.toffler.com/

Depend on their abilities to continually transform what they do and how they do it

And to achieve this they need a regeneration of the mindset that led them to this point in time

They must have the ability to think beyond the boundaries of the organisation to the wider system

And seek to attain their organisational outcomes at continually reducing resource intensity

Tomorrow’s organisations must think how they can transform what they provide from a product to a service

They must think in terms of resource ‘stewardship’ and completing the ‘life cycle loop’

All stakeholders must be ‘in the loop’ to maximise the ‘value added to society’ as the value flows around it

Creating a synergy of knowledge and skills that will drive the system towards sustainability

As was ever the case◦ We must be in the right place at the right time, doing the

right thing, right◦ The anticipation of competitor and customer actions makes

the difference between success and failure

Peter Drucker said “what the customer sees, thinks, believes and wants at any time determines if value is being created”

So we must be almost instantaneously adaptable

And we must liberate the creativity and ingenuity in our people and stakeholders that will drive change

http://www.druckerinstitute.com/

Zero-based thinking, as written about by Brian Tracy, is usually asking the question:

◦ “Knowing what I know now, would I get into this business, job, or situation again?”

◦ If the answer is yes, continue and improve;

◦ If the answer is no, get out of the situation as soon as possible and start from scratch

As we coast over the top of the oil curve, this is the critical question we must all answer, both professionally and personally

http://www.briantracy.com/?ssid=fa2efa8b-a883-4cf3-b627-95c4b7afb6e3

Tomorrow’s successful organisations will◦ Satisfy emotional and spiritual need rather than gratuitous wants◦ Satisfy essential needs in the lower orders of Maslow’s Pyramid◦ Employ people rather than energy◦ Create or use renewable energy and other resources◦ Minimise water use or create the technologies that do◦ Create and deploy climate stabilising and mitigation technologies◦ Be increasingly local◦ Provide a service rather than a product◦ Practice lifecycle stewardship of their resources◦ Manage value rather than cost◦ Be able to operate at continually reducing resource intensity

Comments to Derek Deighton

◦ derek@trailblazer.co.uk ◦ 07847 120930

◦ Or visit◦ www.trailblazerbusinessfutures.wordpress.com◦ www.oneplanetequation.wordpress.com